Who Takes Care of HR’s Mental Health?

04
Mar 2022
736
A person is holding a paper smiley face in their hands

Author: Ada Tai, MBA, CPHR, SHRM-SCP

Recently, a small group of us working in human resources came together to address each other's challenges and celebrate success. This is an informal, self-directed group of HR practitioners who met a few years ago during a conference. When we met, we realized the commonalities of our struggles. Speaking of these struggles and hearing the advice of others, we learned how helpful it would be to have regular conversations. Immediately, we decided to meet periodically and infuse each gathering with positive, results-based energy. Gradually, we became each other’s “go-to” sounding boards. This has proven extremely helpful during the pandemic when everything is uncertain, and that the HR professionals are constantly firefighting and pivoting, having someone who can truly understand you and offering that social and professional support is critical.

This triggered my questions: Is everyone as lucky as me? When the going gets rough, who takes care of your psychological well-being?

Mental health is an important topic as we gradually uncover the effects of the past two years. HR professionals typically take on the role of workplace well-being advocates and are often the first point of contact when employee issues arise.

Standard wellness practices include:

  • Employee Family Assistance Program (EFAP)
  • Enhanced counselling benefits coverage
  • Employee Resource Groups (ERG)
  • Awareness and resiliency training
  • Series of programs such as work and life balance, flexible arrangements, (virtual) fun activities, etc.

However, for those of us who work in HR and for those who are at the forefront of resolving issues that are often confidential in nature, we can feel vulnerable when the standard practices may not help us. How should we take care of our own mental health?

Given my own experience, I summarized four optimal practices below.

  1. Making self-reflection a habit. 

According to the World Health Organization, “Mental health is fundamental to our collective and individual ability as humans to think, emote, interact with each other, earn a living and enjoy life. 1 ” For working professionals, the first step of maintaining health is becoming consciously aware of triggers and signs of fragility. Since becoming an entrepreneur, I have developed a habit of leaving 15 tranquil minutes for self-reflection every evening. It allows me to carefully review my thoughts, feelings and actions of the day, and helps me with personal growth and restoration of inner balance. Notably, I am learning to allocate some downtime, even if it means a quick walk around the block when I have reached my maximum mental capacity.

  1. Setting proper boundaries.

Very often, I hear professionals with a great passion for their work saying, “Yes, I will do that for you”, or “No problem, leave it with me.” It satisfies the needs of the person asking for support, but lengthens the already extended to-do list for the professionals. Yesterday I had a conversation with a lady who constantly works long hours and shows signs of burnout. I asked her to take five minutes to put together a list of tasks she had completed the week before. It was not until the moment when we reviewed the list together that she realized how many tasks were added to her plate at the last minute, and how many directions she was pulled in that were outside of the position she was hired to do. Make no mistake, we are not talking about someone who is lax or who needs to be pushed to finish the job. This is an over-achiever who strives to do more and blurred her boundaries by taking on what others asked her to do. The more she took on, the more others put on her plate. “When was the last time you said ‘no’ to someone?” was the question of the day for her.

  1. Focusing on priorities.

In my previous blog “ NEW YEAR, OLD RESOLUTION. Focus on your priorities in 2022 ”, I emphasized that when everything is a priority, then nothing is a priority. Setting the right boundaries for ourselves not only helps us manage demand, but it also makes us focus on our priorities. Because of the nature of my work, I am constantly engaged in many networking and volunteer activities. After analyzing the time I spent on various things in the previous year, I identified the targeted activities to continue to participate in given my availability and priorities for the year. It took a certain amount of mental preparation to turn down things that I was passionate about and involved in. Interestingly, after my calendar opened up a bit more, I actually became more productive and content.

  1. Creating your own support circle.

We want to be heard. We want to feel a sense of belonging with people who we trust and who can provide guidance or comfort. Our support circle can be formed by family, friends, people who we meet through volunteering and other activities. In the workplace, I find having mentors or people who have walked in our shoes as trusted allies to be helpful. By sharing our thoughts and hearing advice, we do not feel alone, and we are able to solve problems from a different perspective.

By age 40, half of Canadians have a mental illness, which accounts for 70% of all disability-related costs. 2 Mental balance means different things to different people. Although organizations strive to create a healthy and positive environment, we should be the ones who take care of ourselves by recognizing and defining our limits, and rejuvenating ourselves through what works the best for us.

REFERENCE

1 Mental health: strengthening our response. Retrieved from:

https://www.who.int/news-room/fact-sheets/detail/mental-health-strengthening-our-response

2 CAMH’s Mental Health Playbook for Business Leaders. Retrieved from: https://www.camh.ca/-/media/files/wmh-pbook-130120-pdf.pdf

I see. I hear. I experience . is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.

Author bio: With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for over a decade. Through her consulting firm, Ada and the team provide a variety of strategic and pragmatic management consulting services.  Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at the University of Alberta and MacEwan University.

Contact information:

●        Website: www.badab101.com

●         LinkedIn: adatai or BadaB-Consulting-Inc

●        Facebook: badabconsulting

BadaB Consulting Inc. provides a wide range of human resources solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Diversity & Inclusion Program, Merger & Acquisition Support, Recruitment, Skills Development Training, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is a personal job search and career coaching. The team has effectively helped over 500 people to find work. 


The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



Leadership Risk Isn't Just a C-Suite Concern

By Marina Perkovic • July 29, 2025
Companies that invest in leadership development see real returns. According to Brandon Hall Group, organizations with strong leadership development programs are 1.5 times more likely to be financially high-performing, reinforcing the clear connection between leadership strength and business success (Brandon Hall Group, 2015). For small to mid-sized businesses, this risk can be especially high. As teams expand and complexity increases, the informal leadership structures that worked early on can start to crack. That’s where proactive leadership development and risk mitigation go hand-in-hand. The Leadership Gap Is a Hidden Business Risk According to a recent CPHR Alberta report, talent development and leadership gaps remain one of the top five organizational risks (CPHR Alberta, 2023). The consequences are rarely immediate, but they compound over time: • Missed growth opportunities • High-potential employees leaving due to lack of career clarity • Poor team morale when unprepared managers struggle to lead • Strategic drift from lack of alignment at the top A growing company without a leadership pipeline is like a car without a spare tire, it might keep rolling, but one unexpected bump can send the whole operation into a tailspin. Risk Mitigation Starts with Leadership Insight The first step in mitigating leadership risk is to move from guesswork to clarity. That means using structured tools like leadership assessments, succession planning frameworks, and targeted coaching to surface the actual capabilities of current and emerging leaders. In professional services firms, for example, it’s common to see technically strong employees promoted into management roles. While they excel in their areas of expertise, they often lack key leadership capabilities like delegation, feedback, and emotional intelligence (Gallo, 2016). Without proper development, this can lead to stalled projects, disengaged teams, and higher turnover. Leadership assessments and focused coaching are essential to identify these gaps early and build the skills needed to lead effectively. Common Leadership Risks in SMBs Every organization faces different risks, but these are some of the most common leadership vulnerabilities seen in growth-stage companies (SHRM, 2022): • Lack of succession planning: Only one person knows how to run a key function, creating bottlenecks and burnout. • Unclear decision-making authority: Teams waste time waiting for approvals or duplicating efforts due to ambiguous roles. • Promotion without preparation: High performers are promoted into leadership roles without training, leading to micromanagement or misalignment. • Poor feedback culture: A lack of honest dialogue means small issues snowball into bigger people problems. • Leadership misfit: A leader’s natural style may clash with the culture or needs of a specific team or situation. Mitigating these risks requires more than a one-time workshop. It takes intentional development, structured tools, and reinforcement over time (SHRM, 2022). What Effective Mitigation Looks Like The most successful companies don’t wait for a leadership crisis to take action. They build leadership strength proactively. Here’s what that looks like: • Leadership assessments are used during hiring and promotions to identify fit, style, and potential blind spots. • Customized coaching programs help leaders build the exact skills they need in real time, tied to their actual challenges (International Coaching Federation, 2022). • Leadership training cohorts (such as PowerUp Leadership’s “Coaching Skills for Managers” or “Authentic Leadership” programs) create a shared foundation across the organization. • Succession maps identify who is ready or could be ready for key roles in 12–24 months, creating a proactive development plan (SHRM, 2022). As companies grow, the complexity of people management increases exponentially. Systems, tools, and strategy all matter but none of them work without effective leadership behind them (McKinsey & Company, 2018). Investing in leadership development isn’t a “nice to have” for big companies, it’s a risk management strategy for every business serious about sustainable growth. 

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By Marina Perkovic • July 15, 2025
Author : Ada Tai Over the past month, I spoke with three professionals who had recently been laid off. April , a former schoolmate, has over 20 years of experience and has held management roles at several organizations. Most recently, she led a team at a large oil and gas company, where she was instrumental in building out a new service area. Despite her accomplishments, a combination of economic challenges and a lack of connection with her new boss led to her dismissal. Having been involved in layoffs before, she understood the process, but when she called me, she admitted it was much harder to be on the receiving end. She felt overwhelmed by a mix of emotions: denial, anger, betrayal, and a deep sense of failure. Carol , once a mentee of mine, built a strong foundation in the finance sector, and her persistence earned her a team lead role at a competitive mid-sized firm. Therefore, her call caught me off guard; she was trying to make sense of being included in a round of layoffs that affected 12 others. Having just been promoted, she struggled to understand why she had been chosen. She reached out for support as she navigated both the practical and emotional aftermath. Joe had been a student in one of my classes. With a master’s degree and excellent communication skills, he established a respected career in the regional non-profit sector. We maintained contact and often crossed paths through work. Joe was frequently involved in launching new initiatives and was recognized by both his boss and the board for his contributions. However, when the sector faced financial strain, he and his manager were among the 15% let go. He contacted me a month after the layoff; he had taken time to process everything and was now reflecting on what direction to take next. These stories are not uncommon. In fact, with ongoing economic uncertainty, many professionals, regardless of their experience or performance, are facing unexpected career changes. While layoffs are always challenging, the way they are handled can significantly impact both the individuals affected and the organization. This highlights a critical challenge for organizations: how can companies manage necessary workforce changes with both strategic foresight and genuine care? In addition to engaging the Human Resources department early in the planning and execution process, many businesses are increasingly recognizing the value of utilizing third-party outplacement services. Outplacement services are employer-sponsored programs designed to support both the business and departing employees during layoffs or organizational restructuring. Typically included as part of a severance package, these services offer more than just logistical support; they help individuals navigate a difficult transition with confidence. Outplacement services can be customized based on the needs and budget of the employer. Offerings often include planning for workforce reductions in collaboration with the business, delivering termination messages, and providing one-on-one career transition coaching and emotional support to affected staff. More importantly, these services help affected employees regain focus by offering practical job search guidance, resume coaching, and career direction tailored to their experience and industry. For employers, outplacement services can deliver a clear return on investment. Companies that provide structured transition support often experience fewer legal disputes and benefit from a stronger employer brand, which can positively influence talent attraction and retention. Showing care during a difficult time speaks volumes to internal teams, affected employees, clients, and the broader market. Having worked closely with businesses and professionals throughout this process, I’ve witnessed the significant difference that experienced, neutral third-party support can make. In fact, a 2023 CBIZ report, referencing Bureau of Labor Statistics data, noted that individuals who received outplacement assistance secured new roles 40% faster than those who did not receive support (CBIZ, 2023). Just imagine if April had access to a coach experienced in private sector transitions, or if Carol had received immediate help with processing her layoff and planning her next steps; the positive impact would have been immediate. In today’s environment, outplacement isn’t merely a nice option; it is a strategic necessity. How will your organization ensure a respectful and supportive transition for its workforce? When selecting an outplacement partner, consider factors such as industry experience, the ability to customize services, the quality of career coaches, and the integration of digital tools for job seekers. Not all providers offer the same level of support or results, so thorough vetting is essential.

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